Leadership and Organizational Change Study Guide Questions
Course Introduction
This course explores the theories, principles, and practices of effective leadership within the context of organizational change. Students will examine the roles leaders play in driving transformation, overcoming resistance, and fostering a culture adaptable to evolving business environments. By integrating real-world case studies and practical frameworks, the course equips students with the tools needed to assess organizational dynamics, design change strategies, communicate a compelling vision, and engage stakeholders throughout the change process. Emphasis is placed on ethical leadership, decision-making, and the development of skills necessary to manage and lead successful change initiatives in diverse organizational settings.
Recommended Textbook
Strategic Management Concepts and Cases Competitiveness 12th Edition by Michael A. Hitt
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13 Chapters
1670 Verified Questions
1670 Flashcards
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Chapter 1: Strategic Management and Strategic Competitiveness
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133 Verified Questions
133 Flashcards
Source URL: https://quizplus.com/quiz/3850
Sample Questions
Q1) Strategic leaders are:
A) located only at the executive level.
B) located in different areas and levels.
C) the CEO, COO, and CFO only.
D) located at different levels, but only in the operating area of the organization.
Answer: B
Q2) A firm has achieved ______ when it successfully formulates and implements a value-creating strategy.
A) strategic competitiveness
B) a permanently sustainable competitive advantage
C) substantial returns
D) legal and ethical core values
Answer: A
Q3) Economies of scale and huge advertising budgets are just as effective in the new competitive landscape as they were in the past.
A)True
B)False
Answer: False
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Chapter 2: The External Environment: Opportunities,
Threats, Industry Competition, and Competitor Analysis
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138 Verified Questions
138 Flashcards
Source URL: https://quizplus.com/quiz/3851
Sample Questions
Q1) Identify and describe the three major parts of the external environment. What is the purpose for a firm to collect information about these aspects of its environment?
Answer: The external environment has three major parts. The first is the general environment, which is composed of dimensions in the broader society that affect industries and their firms. These environmental segments are: demographic, economic, political/legal, sociocultural, technological, and global. The second part of the external environment is the industry environment, which involves five factors that influence a firm, its competitive actions and responses, and the industry's profit potential. These five factors are: the threat of new entrants, the power of suppliers, the power of buyers, the threat of product substitutes, and the intensity of rivalry among competitors. The competitor environment is the third part of the external environment. The firm must be able to predict competitors' actions, responses, and intentions. With the information collected about these aspects of its external environment, the firm can develop its vision, mission, and strategic actions.
Q2) The external environment facing business stays relatively constant over time.
A)True
B)False
Answer: False
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Chapter 3: The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages
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133 Verified Questions
133 Flashcards
Source URL: https://quizplus.com/quiz/3852
Sample Questions
Q1) ______ are the source of a firm's ______, which are the source of the firm's ______.
A) Resources; capabilities; core competencies
B) Capabilities; resources; core competencies
C) Capabilities; resources; above-average returns
D) Core competencies; resources; competitive advantage
Answer: A
Q2) Why is it important to identify internal strengths and weaknesses?
Answer: By analyzing the internal organization, firms are able to identify their strengths and weaknesses in resources, capabilities, and core competencies. In considering the results of examining the firm's internal organization, managers should understand that having a significant quantity of resources is not the same as having the "right" resources. The "right" resources are those with the potential to be formed into core competencies as the foundation for creating value. Tools such as outsourcing help the firm focus on its core competencies as the source of its competitive advantage.
Q3) Any core competency has the potential to lose its value-creating ability.
A)True
B)False
Answer: True
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Chapter 4: Business-Level Strategy
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131 Verified Questions
131 Flashcards
Source URL: https://quizplus.com/quiz/3853
Sample Questions
Q1) By linking companies with their suppliers, distributors, and customers, ____ provide a company with flexibility.
A) flexible manufacturing systems
B) information networks
C) Total Quality Management systems
D) capabilities
Q2) Which of the following is TRUE?
A) As customer loyalty increases, customers are more sensitive to price increases.
B) Customer loyalty has a positive relationship with firm profitability.
C) Customer loyalty is fragile and cannot reliably be considered a factor in firm success.
D) Customer loyalty is of importance only to firms using the differentiation strategy.
Q3) The key to Southwest Airlines' success has been its ability to continuously reduce costs while providing customers with superior levels of differentiation, such as an engaging culture.
A)True
B)False
Q4) What are the risks of an integrated cost leadership/differentiation strategy?
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Chapter 5: Competitive Rivalry and Competitive Dynamics
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107 Verified Questions
107 Flashcards
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Sample Questions
Q1) Lawsuits over patent and copyright infringements are more common and intense in:
A) fast-cycle markets because the market is innovation-driven.
B) standard-cycle markets because the firm's brand name is such an important competitive advantage.
C) slow-cycle markets, because of the ability to shelter the company from imitation of its competitive advantage.
D) standard-cycle markets because innovation is rare, and so gives the innovating firm a significant competitive advantage.
Q2) Even if the effects of a competitor's strategic action on the focal firm are significant (e.g., loss of market share), little response is likely from that firm.
A)True
B)False
Q3) The flat-panel television market where prices have come down and competition has become more stable is best characterized as:
A) standard-cycle.
B) fast-cycle.
C) slow-cycle.
D) competitive rivalry.
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Chapter 6: Corporate-Level Strategy
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140 Verified Questions
140 Flashcards
Source URL: https://quizplus.com/quiz/3855
Sample Questions
Q1) Which of the following is TRUE?
A) Conglomerates no longer exist in the U.S. business scene, but are common in emerging markets.
B) Unrelated diversified firms seek to create value through economies of scope.
C) The sharing of intangible resources, such as know-how, between firms is a type of operational sharing in related diversifications.
D) Related constrained firms share more tangible resources and activities between businesses than do related linked firms.
Q2) An office management firm has developed a system for efficiently organizing small medical and dental practices both through proprietary software and through unique training programs for staff. It has recently acquired a firm specializing in providing management services for veterinary practices. The office management firm is hoping to:
A) achieve economies of scope.
B) implement vertical integration.
C) achieve financial economies through an unrelated acquisition.
D) acquire specialized talent from the veterinary management company.
Q3) What are the two ways that an unrelated diversification strategy can create value?
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Chapter 7: Merger and Acquisition Strategies
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131 Verified Questions
131 Flashcards
Source URL: https://quizplus.com/quiz/3856
Sample Questions
Q1) Firms can increase their speed to market for new products by pursuing an internal product development strategy rather than an acquisition strategy.
A)True
B)False
Q2) United Technologies Corp. (UTC) uses acquisitions of firms such as Otis Elevator Company (elevators, escalators, and moving walkways) and Carrier Corporation (heating and air conditioning systems) as the foundation for implementing its related diversification strategy.
A)True
B)False
Q3) Top managers typically become overly focused on acquisitions because only they can perform most of the tasks involved, such as performing due diligence on the target firm.
A)True
B)False
Q4) The quickest and easiest way for a firm to diversify its portfolio of businesses is to make acquisitions.
A)True
B)False
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Chapter 8: International Strategy
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129 Verified Questions
129 Flashcards
Source URL: https://quizplus.com/quiz/3857
Sample Questions
Q1) International associations such as the European Union, the Organization of American States, and the North American Free Trade Association encourage regionalization of competition rather than globalization.
A)True
B)False
Q2) Four types of distances are associated with the liability of foreignness: cultural, administrative, geographic, and economic.
A)True
B)False
Q3) Having substantial supplies of critical basic natural resources is a necessary condition for a country to support businesses that can successfully compete in international markets.
A)True
B)False
Q4) Acquisitions, greenfield ventures, and sometimes joint ventures are appropriate when firms want to establish a strong presence in an international market.
A)True
B)False
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Page 10
Chapter 9: Cooperative Strategy
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123 Verified Questions
123 Flashcards
Source URL: https://quizplus.com/quiz/3858
Sample Questions
Q1) Acquisitions are the most common cooperative strategy used in standard-cycle markets.
A)True
B)False
Q2) Identify the competitive risks associated with cooperative strategies.
Q3) Franchising is an alternative to pursuing growth through mergers and acquisitions.
A)True
B)False
Q4) Research in the airline industry suggests that tacit collusion reduces service quality and on-time performance.
A)True
B)False
Q5) Horizontal complementary strategic alliances are designed so that each partner realizes equal benefits from equal investments in the alliance.
A)True
B)False
Q6) Identify and define the different types of strategic alliances.
Q7) Identify and define the two different types of network strategies.
Page 11
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Chapter 10: Corporate Governance
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142 Verified Questions
142 Flashcards
Source URL: https://quizplus.com/quiz/3859
Sample Questions
Q1) Corporate governance is a means to establish harmony between parties (the firm's owners and its top-level managers) whose interests may conflict.
A)True
B)False
Q2) A hostile takeover defense wherein the target firm makes its stock less attractive to a potential acquirer is called:
A) greenmail.
B) a standstill agreement.
C) crossing the palm with silver.
D) a poison pill.
Q3) The Dodd-Frank Wall Street Reform and Consumer Protection Act contains provisions related to consumer protection, systemic risk oversight, capital requirements for banks, but not for executive compensation.
A)True
B)False
Q4) Describe the market for corporate control and its implications for organizations.
Q5) Discuss the effect of the separation of ownership and control in the modern corporation.
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Chapter 11: Organizational Structure and Controls
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136 Verified Questions
136 Flashcards
Source URL: https://quizplus.com/quiz/3860
Sample Questions
Q1) McDonald's operates through a franchising system wherein the head office uses strategic and financial controls to ensure that the franchises are creating the greatest possible value. This is an example of a(n):
A) worldwide product divisional structure.
B) strategic network.
C) SBU multidivisional structure.
D) simple structure.
Q2) If firms band together in a large number of vertical complementary strategic alliances, there is a danger that the government will suspect them of illegal collusive activities.
A)True
B)False
Q3) Typically, a successful firm pursuing a differentiation strategy will:
A) have a very hierarchical structure.
B) require a structure that is very formal.
C) use cross-functional development teams.
D) develop free-standing business units.
Q4) Describe the organizational structure associated with a firm that pursues an unrelated diversification strategy.
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Chapter 12: Strategic Leadership
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118 Verified Questions
118 Flashcards
Source URL: https://quizplus.com/quiz/3861
Sample Questions
Q1) The more heterogeneous and the larger the top management team, the easier it is to implement strategy effectively.
A)True
B)False
Q2) Which of the following is NOT related to a CEO having long tenure in his or her position?
A) More effective strategic control
B) Greater influence on board decisions
C) More limited perspective
D) A broader knowledge base
Q3) In the balanced scorecard framework, ____ controls are used to assess the organization's success in creating a climate that supports change and innovation.
A) learning and growth
B) financial
C) operational
D) innovational
Q4) Define human capital and its importance to the firm's success.
Q5) As a strategic leader, what actions could you take to establish and emphasize ethical practices in your firm?
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Chapter 13: Strategic Entrepreneurship
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109 Verified Questions
109 Flashcards
Source URL: https://quizplus.com/quiz/3862
Sample Questions
Q1) The number of patents held by an organization is a rough guide to the:
A) effective use of organizational politics.
B) future success of an initial public offering.
C) amount of venture capital a firm will be able to attract.
D) level of innovation in a firm.
Q2) Toyota's Prius, the first mass-produced hybrid-electric car is an example of a novel innovation that has changed the industry by providing new functionalities for users.
A)True
B)False
Q3) The iPod likely resulted from autonomous strategic behavior at Apple, though the iPhone was more the result of induced strategic behavior.
A)True
B)False
Q4) According to Peter Drucker,the primary goal of innovation is to:
A) promote social well-being.
B) increase the number of jobs.
C) create wealth.
D) support national economies.
Q5) What is the importance of international entrepreneurship?
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